Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Becoming an effective IT manager presents a host of challenges--from anticipating emerging technology to managing relationships with vendors, employees, and other managers. A good IT manager must also be a strong business leader. This book invites you to accompany new CIO Jim Barton to better understand the role of IT in your organization. You'll see Jim struggle through a challenging first year, handling (and fumbling) situations that, although fictional, are based on true events. You can read this book from beginning to end, or treat is as a series of cases. You can also skip around to address your most pressing needs. For example, need to learn about crisis management and security? Read chapters 10-12. You can formulate your own responses to a CIO's obstacles by reading the authors' regular "Reflection" questions. You'll turn to this book many times as you face IT-related issues in your own career.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

"The Adventures of an IT Leader" invites readers to "walk in the shoes" of Jim Barton, the new CIO of the fictional IVK Corporation, as he spends a difficult year learning effective information technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. Barton is asked to assess IT's current approach to resource allocation and propose improvements to increase return on investment. In IT, this means understanding and improving processes for figuring out which projects deserve investment. This chapter follows Barton as he considers the worthiness of a project to improve data security--and encounters unforeseen challenges along the way. This chapter is excerpted from "The Adventures of an IT Leader."

learning objective:

To consider the processes that need to be in place to effectively establish IT project priorities.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

"The Adventures of an IT Leader" invites readers to "walk in the shoes" of Jim Barton, the new CIO of the fictional IVK Corporation, as he spends a difficult year learning effective information technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. In the course of familiarizing himself with IT operations, Barton quickly becomes aware of inefficiencies in the team's project management processes. This chapter joins him and the team as they sort through the complexities of the IT function in order to tackle these inefficiencies. This chapter is excerpted from "The Adventures of an IT Leader."

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

"The Adventures of an IT Leader" invites readers to "walk in the shoes" of Jim Barton, the new CIO of the fictional IVK Corporation, as he spends a difficult year learning effective information technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. After three months of steady improvements in IT and the company at large, disaster strikes. This chapter joins Barton as he and his team troubleshoot a systems security breach. This chapter is excerpted from "The Adventures of an IT Leader."

Product number:

Length:

Also Available in:

description

Describes the efforts of Volkswagen of America, the U.S. subsidiary of Volkswagen AG, to arrive at a process for setting IT funding priorities so that they align with business priorities and the company's overall strategy. The process is carefully thought out and executed, but still encounters difficulties. Demonstrates the details and difficulties of setting priorities for use of a scarce organizational resource. Provides opportunities to critique the company's efforts and to propose alternative approaches.

learning objective:

To understand the difficulties and details of setting project priorities.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.

Describes the circumstances leading to the three-and-a-half-day collapse of a major hospital group's IS capabilities. Identifies the technical reasons for the failure, management steps in dealing with the problem short term, and the long-term lessons they believe they learned from the incident.

Source:

Product number:

Length:

Also Available in:

description

Describes Harley-Davidson's decision process for defining and selecting an enterprise-wide procurement software package and the institutional changes introduced as part of this process. Tells the story of Harley-Davidson's approach in developing integrated business processes and information systems to meet the needs of a visionary procurement strategy. Central to this activity was the evaluation and selection of an enterprise software package and implementation partner to support the strategy. Describes managerial reasoning and tactics to introduce significant organizational change into a setting where team-based responsibility and a culture of autonomy are prominent.

learning objective:

To foster discussion of the processes for and effects of introducing an enterprise-wide IT system in a team-based organization.

Product number:

Length:

Also Available in:

description

Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

learning objective:

To discuss the complexities of implementing large-scale information systems. To illuminate some of the positive and negative steps taken by a leading company in its own implementation.

Publication Date:

Discipline:

Source:

Product number:

Length:

Also Available in:

description

Tokyo Jane is an accessible fashion jewelry company that makes and markets its products as "luxury for less" by designing, importing and selling fashion jewelry pieces that look luxurious but cost only a fraction of the high-priced items that inspired them. Finished products are air-shipped to company headquarters in Copenhagen, Denmark from factories in China, stocked in the head office and delivered to 400 retail partners -small fashion boutiques, big department stores and online shops - who then sell to consumers in Europe, Scandinavia, the United Kingdom and Canada. The two partners who founded the firm in 2005 are facing several problems: the brand definition is not well enough developed to support the next stage in the firm's growth, certain challenges have outstripped available human resources - they have only three permanent employees and a revolving number of interns - and distribution operations and management need to be rethought as the firm rapidly increases the scale of its operations. Things come to a head in April 2013, when they are confronted by an important customer about quality issues with their products. How can they not only save their company but continue to grow?

learning objective:

This case may be taught in courses ranging from entrepreneurship to marketing, business strategy and human resource management. To determine whether a company's brand has been defined clearly enough to provide direction for its employees and customers.To focus on the business model and the operational concepts and processes of a startup company as it grows.To examine the problem of getting people aligned with brand and strategy.To focus on what makes a successful entrepreneur.

*required field. You can change details at any time before activation.

The enrollment number will not limit students' access to materials. Accurate enrollment allows
us to manage site traffic and course activity.

If your course is affiliated with an institution not listed here or you need to create a course to last longer than 6 months,
please contact HBP Customer Service at custserv@hbsp.harvard.edu or 800-545-7685.

Type the information in each box. Boxes marked with an asterisk (*) are required information.
You can change the coursepack information, including the Start and Stop Dates and the quantity,
at any time before you activate the coursepack.

If your coursepack is affiliated with an institution not listed here or you need to create a coursepack
which is longer than 6 months, please contact HBP Customer Service at custserv@hbsp.harvard.edu
or 800-545-7685.